External Agency Dial for VIP

7/27/2019 External Agency Dial for VIP

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ExtErnal

agEncy Dial

Developed bySara Burns and Joy MacKeith, Triangle ConsultingRichard Piper, Stephen Quashie and Georgina Anstey, NCVO


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Value o Inrastructure Programme: External Agency D ial

External Agency DialInormation

This tool has been written or theValue o Inrastructure Programme by:Sara Burns and Joy MacKeith, Triangle ConsultingRichard Piper, Stephen Quashie and Georgina Anstey, NC VO.

National Council orVoluntary Organisations (NCVO)Regents Whar8 All Saints Street

London N1 9RLT: 020 7713 6161www.ncvo-vol.org.ukCharity Registration: 225922

Triangle ConsultingSocial Enterprise LtdTel: 020 7272 8765www.triangleconsulting.co.ukwww.outcomesstar.org.uk

For urther inormation on theValue o Inrastructure Programme:www.ncvo-vol.org.uk/vip020 7520 2441

Creative CommonsCopyright (c) 2011 NCVO and Triangle ConsultingSocial Enterprise Ltd. Some rights reserved.

In order to acilitate impact planning, measurement andcommunication within and across inrastructure organisations,the copyright holders give you permission to copy, distribute,use and display this work under the ollowing conditions:

You must attribute the work in the manner specied above

You may not use this work for commercial purposes You may not alter, transform or build on this work For any reuse or distribution you must make clear

to others the license terms o this work

Any o the above conditions can be waived i you get permissionrom the copyright holders. Nothing in this license impairs orrestricts the moral rights o the authors or the copyright holders.This is a Creative Commons license, a air way between theextremes o copyright control and uncontrolled exploitation.For more information about Creative Commons visit:www.creativecommons.org.uk.

Published January 2011Design by SteerMcGillanEves Design Ltd 01225 465546

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External Agency DialGuidance or inrastructure organisations

The External Agency Dial enables you totake an overview o a particular externalagency that works with your sector. The

Dial measures the extent to which the wayan external agency operates supports orhinders the sector in achieving its aims. Thismeans looking at the impact o the external

agency on the sector in a number o areas.

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External Agency DialGuidance or inrastructure organisations

The External Agency Dial is most useul whenlooking at a statutory agency whose policiesand practices can aect your sector in a rangeo dierent ways. It is designed to help you review

the agencys policies and practices in order toidentiy ways in which you wish to infuence them.

Following completion of the Dial you can use anAction and Review Grid which enables you to moverom assessment to action planning. When actions

have been taken you can complete the Dial again;the dierence between the readings gives anindication o what has changed which maybe attributable as the impact o your work.

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External Agency Dial

One o the roles o inrastructureorganisations is to ensure that externalagencies that work with the sector havea positive working relationship and enablethe sector to be as eective as possible.This means understanding the working

relationship and the impact o theexternal agency in a number o areas:

1 Roles and responsibilities2 Financial support3 Commissioning practices

and unding mechanisms4 Maximising impact5 Sharing resources (including people)6 Communication and consultation

External agencies dont transorm their approachesovernight. An eective working relationship can taketime. It oten requires eective communication orlobbying on the part o the inrastructure organisationand sector organisations and commitment on the parto the external agency. The journey can be described as:

1 Poor or no working relationship

2 Emerging working relationship3 Adequate working relationship4 Mostly good working relationship5 Strong working relationship

Poor or no working relationship: Either the externalagency does not work at all with the sector, or it ispositively harmul to the sectors ability to do its workor to the beneciaries. The external agency is eithernot aware or not concerned about this negativeimpact and is not changing the way it operates.

Emerging working relationship: The externalagency is discussing its current ways o working withthe sector. The external agency is still having a negativeimpact on the sector or its beneciaries but is awareo this and is discussing it. Action is being taken butit is not yet resulting in real improvements and maybe seen as tokenistic.

Adequate working relationship: There is a workingrelationship but this may be new, low level or not havinga signicant positive effect. If there are ways in which theexternal agency has a negative impact on the sector or itsbeneciaries, there is meaningful action being taken andthings are signicantly improved.

Mostly good working relationship: There are signicant

ways in which the agency supports the sector but also areaswhere improvement is needed. The agency recognises theunique contribution of the sector and may be benetingrom the work o the sector in some areas. There is regularcommunication and the agency listens meaningully tothe sector and understands its impact on it.

Strong working relationship: There is a substantialamount o joint work between the sector and theexternal agency and a good level o cooperation andmutual respect, with eective two way communication

and sharing o inormation and expertise.

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External Agency DialDiagram

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commuod osuo

Sh esoues(ud peope)

Inrastructure organisation:

External agency:

Date o readings:

Retrospective:1

2

3

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Poor or no workingrelationship

Emerging workingrelationship

Adequate workingrelationship

Mostly good workingrelationship

Strong workingrelationship

The agency does not understandthe sector or how to work withit or the benets and potentialbenets the sector brings. Itdoes not see the sector asa valued partner and mayeven view its attempts tocollaborate as a nuisance.

There is a lack o recognitiono the independence o the

sector and may be attemptsto control it or restrict itsroom or manoeuvre.

The way the agency operatesmay have a negative impacton the sector but this isnot recognised.

There is a limited awarenesso the sector and recognitiono one o the roles that it canplay. However, there is nounderstanding o the sectorsdiversity and broader roles.

The sectors independenceis not ully recognised ornot respected.

There is some limited awarenesso the impact the agency hason the sector but no attemptto manage this.

There is some understandingo the diversity o the sector,the range o roles it can playand the scope of the benetso a strong sector.

There is some recognitiono the legitimate independenceo the sector, though thiscomes and goes.

There is some awareness o theimpact that the agency has onthe sector and some problemareas are being addressed.

There is a reasonably goodunderstanding o the diversityo the sector, the dierent rolesit can play and how the agencybenets from a strongactive sector.

There is some understandingo the added social valuethe sector provides.

Most o the time thereis an appreciation o thesectors independence.

The agency has some overviewo the ways in which it impactson the sector and is thinkingabout how to manage this.

The agency has a very goodunderstanding o your sector,the added social value it canoer, the diversity o the sectorand the roles and contributionsdierent parts o the sectorcan make. It sees the sectoras a valued and respectedpartner and recognises andvalues its independence.

It takes an interest in thehealth o the sector overall ando the ways in which the agencyimpacts on the sector. There isa high level on-going dialogueabout how to work together.

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External Agency Dial1 Roles and responsibilities

Does the external agency understandyour sector and how it is dierentrom the statutory sector?

Does it understand the diversity o thesector and what roles dierent parts o

the sector best full?

Does it recognise the dierent ways inwhich the sector helps it to achieve its aims?

Does it respect theindependence o the sector?

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External Agency Dial1 Roles and responsibilities

Has there been an improvement in thisarea since the last Dial reading (or overthe last year if this is the rst reading)?

Yes No Dont know

I yes, what do you think was

the main cause o the improvement?

I our inrastructure organisation has supportedyou on this area, and there has been an improvement,what percentage o the improvement do you thinkis down to us? (please estimate, e.g. 50%)

I anyone else has supported

you on this area please say who:

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Value o Inrastructure Programme: External Agency Interview






The agency does not provide anynancial support to the sector.

The agency has no statutoryresponsibility towards yourclient group and/or doesnot see it as a priority.

There is no understandingof any nancial savings orbenets to the agency thatwill result rom the sector.

The agencys nancial supportor the sector is at a very lowlevel and may not be targeted inthe most meaningul way or theagency is just starting to providenancial support to the sector.

There is a lack o understandingof the nancial value of the sector.

The agency does supportthe sector nancially butat a moderate level.

It does not ully recogniseor value the sector, orund much core work.

In the view o the inrastructureorganisation the level onancial contribution shouldand could be signicantlyincreased.

The agency provides asubstantial level of nancialsupport to the sector but couldprovide more or better targetthe support provided.

It recognises that the sectordelivers nancial value andcost savings, but may not havea ull understanding o this.

The agency provides a lot onancial support to the sector.

It values the sector andunderstands any cost savingsand nancial value of the sector.

It provides unding or core,on-going work as well asspecic projects and newinitiatives.

1 2 3 4 5 6 7 8 9 10

External Agency Dial2 Financial support

Does the agency provide nancialsupport to the sector, either to individualorganisations or at sector level?

How much unding is provided and doesit und core work as well as projects?

Does the agency understandthe cost savings and nancialvalue o the sectors work?

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Value o Inrastructure Programme: External Agency Interview

External Agency Dial2 Financial support


Yes No Dont know






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External Agency Dial3 Commissioning practicesand unding mechanisms






The agencys commissioningor unding processes createbarriers through some or allo the ollowing:

inaccessible or lengthyapplication processes

lack of clarity short deadlines not paying a fair price for work payment after results

requirements for policiesbeyond the capacity o mostsmall organisations

inappropriately time-consuming monitoring andreporting requirements

unfair contract terms

The situation is similar to1-2 but the agency recognisesthe problems and is startingto take action.

Some attempts at improvingthe process may be ineectiveor the benets may not yetbe evident.

The agencys commissioningpractices or unding mechanismsare adequate and do not createsignicant barriers.

However, signicantimprovements are needed,or instance in the length ortiming o unding, application,or the nature o monitoringor reporting requirements.

The agencys commissioningpractices and undingmechanisms are mostlyappropriate and accessible.

There is room or improvementin some aspects to ensure thatunding is accessible and ullysupports the sector.

Funding periods areappropriate to the typeo service or project. Contractterms are air. Applicationprocesses are appropriateto the size o unding.

Administrative and back-ofce costs are covered.

Most payment is in advanceo expenditure.

The agency involves thesector in the design o undingprocesses and/or sharesapproaches to commissioning,monitoring and reporting withother agencies to reduceduplication o eort.

1 2 3 4 5 6 7 8 9 10

Are the agencys unding andcommissioning practicesappropriate and supportive?

Are application processesaccessible and proportionate?

Are contract terms air?

Does it pay a air price,at least covering all costs?

Is payment mostly inadvance o expenditure?

Are monitoring and reportingrequirements appropriate?

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External Agency Dial3 Commissioning practicesand unding mechanisms


Yes No Dont know






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External Agency Dial4 Maximising impact






The agency either does nothingto help create a positive impactor its policies and practices havea negative impact on yourcause or beneciaries.

It may not understand needs oyour beneciaries or the reasonor your cause. It does not shareinormation that could help youincrease impact. The way it works

with the sector blocks innovationand there is no liaison orcoordination o services.

There is little or no recognitiono this and no action to improvethe situation.

The situation is similar to1-2 but there is an emergingunderstanding o the purposeand mission o organisationsin your sector.

There may be someimprovements, but these maynot be consistent or eectiveand little has yet changed.

Commissioning, monitoring

and reporting ocus onprocess not impact and donot encourage organisationsto try new things or take risks.

The agency works with thesector to improve services andimpact or your target groupsin some ways, or example,providing inormation ithas about your cause.

Its policies or processesdo not create barriers toinnovation, but there is noactive support or innovation.

The agency does workwith the sector to ensureits own services are eectiveand to maximise impactbut there are areas wherethis could be improved.

The agency provides the sectorwith inormation and enablesit to innovate, so that greaterimpact can be created.

It mostly uses the sector well,to reach and improve impactor hard-to-reach groups.However, there are areas wherethe agency could work withthe sector better on impact.

The agency ocuses on impactin its dealings with the sector,ensures that the sector hasspace to be innovative andshares its own serviceinnovations with the sector.

There is coordination oservices provided by thevoluntary sector and the agencyto ensure maximum impact.

The agency is committedto meeting the needs o thesectors target groups. It keepsitsel inormed as these needschange and shares its owninormation about changeswith the sector.

1 2 3 4 5 6 7 8 9 10

Does the agency work with thesector to ensure its own services areeective and to maximise impact?

Does it support yourcause or beneciaries?

Does it use the sector to reachcertain target groups?

Is there active sharing o inormation aboutyour beneciaries and their changingneeds or about issues aecting your cause?

Does it enable innovation?

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External Agency Dial4 Maximising impact


Yes No Dont know






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External Agency Dial5 Sharing resources(including people)






The agency does not shareresources, encourage stato volunteer or organisesecondments.

Its policies and practices ostercompetition and damagecollaboration within the sector.

It does not share resourceswith the sector or encouragevolunteering or secondments.

It does not share inormationthat could be useul to the sector.

There is no apparent recognitionthat any o this is a problemand there is no action toimprove the situation.

The agency is starting torecognise that it could shareresources better with thesector, or encourage bettersharing within the sector.

There may be one or two newinitiatives, such as secondments,volunteering or opening placeson training courses to peoplefrom the sector but the benets

o these have not yet been elt.

There are ways in which theagency shares resources withthe sector, though this is limitedand there is room or greatercollaboration.

I there are ways in which theirpolicies present barriers tocooperation, these areimproving.

Or:

The agency has little impact onuse o resources either positivelyor negatively. Maybe this areais not relevant to their role.

The agency shares resourceswith the sector in some butnot all o the ollowing areas training opportunities, makingavailable meeting space, sharinginormation, IT capacity orencouraging volunteering.

Its policies and practices enablebetter collaboration within thesector in many but not all areas.

The agency shares manyresources with the sectorincluding training, meetingspace and IT capacity.

Its policies and practices helpincrease collaboration withinthe sector and ensureorganisations benet fromany greater efciency.

It shares useul inormation,

encourages volunteeringamongst its sta and perhapsoperates a unctioningsecondment scheme.

1 2 3 4 5 6 7 8 9 10

Does the agency share its ownresources and encourage sharingo resources within your sector?

Does it oster an environment ocollaboration and joint working?

Does it make available resources suchas meeting space, IT and training?

Does it arrange secondmentsor oer volunteers?

Is there joint sharing o inormation,or instance on upcoming threats?

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External Agency Dial5 Sharing resources(including people)

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I our inrastructure organisation has been workingon this area, and there has been an improvement,what percentage o the improvement do you thinkis down to us? (please estimate, e.g. 50%):

I anyone else has been workingon this area please say who:


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External Agency Dial6 Communication andconsultation






The agency does not consultwith the sector at all, or very little.

Its programmes and services aredetermined in detail withoutinput rom the sector.

The agency may discriminateagainst organisations which lobbyit or campaign against its policies.

The agency recognises thatconsultation is good practiceand does consult on key decisions.

However, this tends to belast-minute and the agency maynot take the eedback seriously.

It is difcult for organisationsin the sector to get the earo the relevant people inthe agency. There is ear

that organisations engagedin lobbying or campaigningmay receive worse treatmentby the agency.

The agency invites the sectorto input into decision-makingprocesses but there areproblems that limit theeectiveness o consultation.

The agency is actively tryingto make decision-makingprocesses more accessibleand open to sector input.

There is a ormal policy

not to discriminate againstorganisations that lobbyor campaign, but the policyis not always observed.

Consultation with the sectoris routine and reasonablyeective.

The agency plans policydevelopments to enable thesector to eed in appropriately.

It produces inormationin accessible language androutes o communicationare established.

Sector representatives areable to access people withinthe agency with campaigningor lobbying, though there isa way to go in terms o theagency really listening.

The agencys consultationwith your sector is meaninguland eective - they work withthe sector in the early stageso planning programmesand services.

It listens to people rom theinrastructure organisationor sector organisations, valuestheir opinions and seeks them

out in appropriate decision-making processes.

It provides the sector withtimely eedback about theimpact o infuencing work.

1 2 3 4 5 6 7 8 9 10

Does the agency routinely andeectively consult the sector overrelevant policies and practices?

Does it take lobbying andcampaign messages seriously?

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External Agency Dial6 Communication andconsultation

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I our inrastructure organisation has been workingon this area, and there has been an improvement,what percentage o the improvement do you thinkis down to us? (please estimate, e.g. 50%):

I anyone else has been workingon this area please say who:


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External Agency DialNotes

Inrastructure organisation

External agency

Date o completion

Impact Area Score Notes (e.g. the reason or the score, details o progress made or noteson the contribution o the inrastructure organisation to any change.)

Roles and responsibilities

Financial support

Commissioning practicesand unding mechanisms

Maximising impact

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External Agency DialNotes continued

Impact Area Score Notes (e.g. the reason or the score, details o progress made or noteson the contribution o the inrastructure organisation to any change.)

Sharing resources(including people)

Communication and consultation

Inrastructure organisation

External agency

Date o completion

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External Agency DialAction and Review Grid

Impact area Specifcintended outcome

Planned activities(and who willdo them)

To what extentwas the specifcoutcome achieved?Green, amber, red

Estimate theproportion o thechange that was dueto our inrastructureorganisations inputE.g. about 50%

ReasonFor rating (green,amber or red) and/or or inrastructureorganisationcontribution (%)

Next steps

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External Agency Dial for VIP

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